This course has major project assignments that will be due in Weeks 3 and 5. It will take more than a week’s effort to adequately complete them. Plan time to start the research and other work for those assignments earlier than the week in which they are due.
Most organizations face a major challenge with the performance of their workforce. With limited funds, organizations are constantly struggling to produce more with less. At the same time, employees are faced with increasing job responsibilities and challenges to work-life balance. As the pressure for performance continues, organizational design has to be smarter about the efficiency of employees and the opportunities provided to strengthen work-life balance.
Using the organization, you selected in Week 1, analyze the organizational design from the perspective of increasing demands for working hours, work-life balance, and employee efficiency. Building off your learning in the discussion forum this week, address the following topics:
- Analyze the impact of the work-life balance problem on:
- Organizational performance in your organization.
- Individuals (employees) in your organization.
- Assess the sustainability of the work-life balance trend in your organization. What are the likely long-term effects?
- Justify recommendations to enhance the organizational design so that employees can improve their work-life balance (consider policies, processes, systems, leadership, etc.). Be sure to use research to support your recommendations.
- How can the organization and employees enhance employee efficiency?
- How can the organization support innovation or innovative approaches to enhance work-life balance?
- How can the organization leverage technology to enhance work-life balance?
- Submit your answers in a 4- to 5-page Microsoft Word document.
- Name your document: SU_LEA5100_W4_LastName_FirstInitial.doc.
- Submit your document to the Submissions Area by the due date assigned.
- Use APA format for your document.Running head: CHANGE LEADERSHIP 1
CHANGE LEADERSHIP 6
Diana S. Toimoana
Leadership, Organization Theory and Change
Change management is an essential process in an organization and it must be conducted effectively and competently to ensure the intended goal has been achieved. Thus, companies rely on the most significant methodology or system that will enhance their efforts and performance in ensuring the change has been successfully incorporated in the organization. GlaxoSmithKline (GSK) utilizes the Organizational Development (OD) approach in the management of changes made to enhance its performance in the provision of quality services to its clients. It is a company that bases its various operations on particular organizational values that is patient, transparency, focus, integrity, and respect. The values statement, whose creation was influenced and based on the corporation’s purpose and goal, guides on the organization’s interests and expectations. Besides, the stakeholders’ performance is controlled and guided by the vision and mission statements, which have been embraced throughout the organization as the employees are committed to attaining them. Both statements incorporate all organizational values and integrated the primary purpose and goal of GlaxoSmithKline; to develop and grow to become the best in the industry and ensure patients’ satisfactory. It is, therefore, paramount to have a workable and reliable change leadership action plan that will influence positive outcomes and control the issue of resistance to change.
In 2009, GlaxoSmithKline made a significant decision of customizing its organizational approach to change; hence, the Accelerating Delivery and Performance (ADP) program was developed. This policy aimed to facilitate and enhance the efforts needed to change how it changed to improve its performance. GSK enhanced its change efforts by combining the ADP program with significant project management approaches with Organizational Development and Lean Six Sigma (Lean Sigma). Besides the mandated team developed a GSK Change Framework to ensure the vision of the change program, which entails performance improvement, was competently communicated within the organization. The cyclic framework involves four major components including diagnosis, design, implement, and embed and grow with the central point being the change of self, team and the entire organization. As such, the GSK change leadership was convinced that the ADP approach, which was supported by six essential tenets, could produce both hard and soft business benefits. The realization of this came with the development of particular beacon projects to capture the attention of certain stakeholders ranging from the employees to the leaders who were determined to achieve the potential benefits. Also, the ADP program works to help the change leadership team identify and relate with the OD and Lean Sigma to enhance its efforts of mission attainment. Therefore, the leaders will be focused on the change and its implementation instead of waiting to be transformed themselves. Therefore, with these change efforts, the GSK’s change leadership was able to implement its mission of changing how it changed.
Although it cannot be directly termed as a mistake, the change leadership team mandated with the implementation of the ADP program underestimated its value; hence, this could have had negative implications on the accomplishment of the task were it not for the management’s competence. Initially, the developers had not realized that ADP could serve any other purpose other than the implementation of change projects. As such the team selected to carry out to help in the efforts of the implementation of the identified change could have been inadequately trained. Most probably, the team players were distinctively trained and equipped with skills of integrating the ADP with change projects while utilizing the OD and Lean Sigma methodologies. Therefore, upon the realization of other significant benefits of the program, the change leadership was required to revive the training sessions to equip them with additional abilities to take on the new responsibilities. The time and resources that could have been probably used for this function ought to have been saved if the customizers of the approach had considered all aspects involved including all its potential purposes. In this case, the organization ought to use this experience in the future when implementing similar or other changes intended to improve its performance.
Consequently, several key lessons can be deduced in the case of GSK and the change leadership process that was conducted during the implementation of the ADP program in the organization. First, the outcomes of a certain change can be more than one and diverse such that other things that were not expected can arise. It is crucial to have a primary reason when intending to make a particular change in the organization but it is equally important to understand that not everything goes as per the expectations. It is hence, to have backup strategies that could be used when something unexpected happens after the implementation of change. By doing this, the change leadership team will have saved time and resources since it is cheaper when something is conducting in wholly rather than when they are done one after the other. Second, change is inevitable such that once it has been decided upon it becomes difficult to turn back. So, the best thing to do at this point to sit back while observing closely what will come out of it and determine whether the consequences are as intended or not. Therefore, the urge of GSK organization to change how it changed was followed by other significant events including the restructuring of the change leadership team, development of certain elements to ensure a successful mission and other beneficial aspects. The leaders responsible for change management may or may not have prepared for some of these outcomes but had to react to ensure the oncoming emergencies were all addressed. In this case, therefore, having a clear picture of all possible outcomes is important as it helps to make all the necessary preparations before embarking on the change process.
Management of change is one of the most challenging tasks that leaders face at the workplace as they have to attain the intended results successfully and at the same time, ensure that the levels of resistance are low. As such, competence change leadership entails using quality strategic methods to create a workable action plan. In this case, the leaders take certain crucial actions such as the provision of a vision, equip and ensure the employees’ skills have been enhanced, giving out incentives, ensure resources are readily available whenever needed, and develop a precise action plan. Besides, it is paramount to understand that change is more than the general context or perception of just making transformations or doing things differently. It is an event where the process used has a significant connection with the people involved in the implementation of a particular change in the organization regardless of the relationship they have with it that could be either direct or indirect. The implication of this, hence, is that the change leadership team must have unique and developed skills as they will determine their competence in the task. Some of the skills that the leaders must exhibit professionally are effective communication, collaboration, and commitment. Communication entails that the leaders explain everything in detail without leaving out significant information like why the change is being implemented. It helps in capturing the attention of the stakeholders to urge them to support the process. Collaboration is about to bring all those concerned together to plan and execute to ensure all stakeholders are involved in the decision-making process and also motivate them to contribute maximally to the change. It also discourages unhealthy competition among the employees of which could have adverse implications on the outcomes and how the stakeholders receive the change. Finally, commitment entails that the leaders must be prepared to leave their comfort zones to come out and be on the front line as they are the motivators and encouragers of the change. They must ensure that their behaviors and beliefs reflect and are focused on the bigger picture; so, persistence and resilience are some of the driving factors needed for the goal to be attained.
Henceforth, with these skills, the change leadership team will be able to perform the stages of the action plan developed competently. The action plan is a process that involves several stages that is planning, executing, evaluating and rewarding phases. The first stage is planning where various activities are involved including the communication of the change to the employees where all details concerning the process are explained. The leaders must be the role models as their actions are emulated by others implying that they must create a perception that the change is a kind of investment that is expected to return dividends later as long as the stakeholders are committed and willed. Also, this stage involves training and learning of what and why the change has to be implemented. The essence of this is to ensure the implementers are aware of all the aspects involved including time and resources to be utilized for the project. Hence, once everything and everybody is prepared, the change leadership team can move to the next stage of the action plan.
The second stage is execution where the change leadership is required to apply everything taught and learned to ensure the change has been implemented successfully. The employees should be encouraged to ensure that their urgency for development has been elevated. Besides, the leaders must come out to help the employees improve their skills and gain more knowledge required in the achievement of the intended goal. Also, at this stage, high levels of coordination are required to promote collaboration to ensure the employees are contributing maximally without unnecessary competition among themselves. Hence, there will be a maximum performance from all the stakeholders participating in the implementation of the change such that every development opportunity will be seized as it comes. The third stage is evaluation where the leaders will be involved in the activities of reviewing the employees’ performance during the execution process. The performances will be put on a scale after which every employee will be rated as per the levels of competence. Feedback will be given after the reviewing of which it is paramount to recognize and emphasize the strengths and weaknesses to ensure the employees make significant improvements in the future. Finally, the last stage is the bottom line that will involve rewarding and encouraging the employees to enhance the manager-worker relationship. The essence of this stage is to motivate the employees to boost their efforts and urgency to work on their skills to ensure there are significant improvements in the future. Therefore, with a successful implementation of the four stages of the action plan, the change leadership team will have attained the intended outcomes and reduced if not eliminated the chances of resistance to change.
Relatively, as previously illustrated, the leaders are responsible for ensuring the employees’ commitment to the implemented of the change is to the maximum. So, to use their insights maximally in the stages of the change process will involve three strategic steps that are a collection of ideas, evaluation of their relevance and selection of the best. The employees’ opinions will be recorded as they give them after which the change leadership team will evaluate their significance in the attainment of the intended goal. Then, the team will decide which of the selected ideas offer the best insights into the achievement of the objectives of each stage of the action plan.
In conclusion, the proposed change process aligns with the organizational values as each of the stages involved is focused on quality through the utilization of enhanced skills and talents. The attainment of the process’s objectives is determined by the respect the implementers have for each other as they must ensure collaboration. A high level of transparency and integrity is paramount to ensure the results are genuine and accurate. Also, the change leadership team must be patient and focused on the bigger picture to ensure the results are satisfying and impressive. Therefore, the change process emulates the values used by the organization in achieving its goals and objectives.
Action Plan to Achieve Breakthrough Improvement in Employee Productivity and Leadership Effectiveness. (n.d.). Retrieved from https://govleaders.org/action-plan.htm.
How to Be a Successful Change Leader. (n.d.). Retrieved from https://www.ccl.org/articles/leading-effectively-articles/successful-change-leader/.
McGuire, D. (2014). Organizational Change Management at Work in the Global Pharmaceutical Industry.
Running head: ORGANIZATIONAL FOUNDATIONS 1
ORGANIZATIONAL FOUNDATIONS 2
Leadership, Organization Theory and Change
1. Assess the effectiveness of the organization’s values statement:
What is the values statement or what are the organizational values?
GlaxoSmithKline organization values are:
How was the values statement created? Who participated?
The value statement of the association was made through a careful assessment and orchestrating of the reason and objectives the association has. This will give all the more light on what the association needs and what are their desires. The value statement on the organization was additionally made by the convictions and wanted practices of the individuals inside the association. The value statement additionally was made thinking about the association’s territory of action, these aides in causing individuals inside the association to include themselves in moral practices. Individuals who took an interest in the making of the value statement of the association are the individuals from the association.
How accurate is the values statement when compared to actual behaviors in the organization?
A value statement is created from the values behaviors held by the organization member, therefore, the members of the organization should behave according to the value statement because their behaviors are what resulted in the creation of the value statement.
What recommendations would you make to improve the values statement and to enhance how it is used in organizational behaviors and decision making?
The association ought to consistently guarantee that the worth articulation doesn’t give space for the individuals from the association to perform deceptive practices. The association should constantly comprehensive qualities that will manage workers to settle on reasonable choices that will advance great qualities. This ought to likewise guarantee the full support of the individuals from the association to take part to improve the nature of the value
2. Analyze the effectiveness of the vision statement
What is the vision statement?
To be one of the trusted, innovative, and best-performing health partners
Do organizational members know what the vision is? Based on what evidence?
Yes, each individual from the association obviously comprehends the vision of the association. The workers and the individual from the association include themselves in research, improvement and assembling an inventive item that will accomplish the vision of the association. Through the exercises and the capacity of the individuals in the association, it is obvious that they all know about the vision of the association.
Do organizational members embrace the vision? Based on what evidence?
The members of the organization have embraced the vision through their commitment and hard work to attain the vision of the organization. The members have been involved in the activities of the business by providing their support and ideas.
What recommendations would you make to improve the vision statement and to enhance how well it inspires organizational members?
A vision statement is a significant piece of any business association since it goes about as the stay purpose of any key arrangement. The vision articulation gives out the data on what the association needs to see themselves in future purchase sketching out what the association might want to accomplish and reason for the association’s presence. To improve the vision articulation it is critical to make it straightforward short and explicit to the business.
3. Evaluate how aligned the mission statement is with the vision statement
What is the mission statement?
To help people do more, feel better, and live longer
Are the mission and vision statements compatible? Based on what evidence?
Yes, This is on the grounds that the vision statement helps in giving more data on where the business needs to be later on or the following barely any years while the mission statement has had the option to give more data on what ought to be finished by the association for them to accomplish the vision statement. Despite the fact that the mission statement is increasingly explicit dissimilar to the vision statement the two of them are perfect and they do bolster one another.
What role does each statement (mission and vision) contribute to the organizational purpose?
Mission statement: the mission statement causes an association to move in the correct way this is on the grounds that they help business associations in settling on the correct choices that can be of significance to the income stream with regards to arranging inside an association’s absence of a statement of purpose may result to battles. The mission statement additionally helps in conveying the motivation behind the association by coordinating customers, vendors, stakeholders, and employees.
Vision statement: the vision statement helps to identify the future of the organization but it is also a focal point that aligns all the people involved in the organization and ensures they all work towards a common goal to achieve the purpose. This causes an increase in production and efficiency within the organization.
Do the mission and vision statements reflect organizational values?
Yes, the mission and vision statements reflect the organizational values this is because of more information on what should be done by the organization for them to achieve the vision statement. The two are compatible and reflect the values of the organization.
4. Evaluate the effectiveness of the current organizational structure.
How would you describe your organization’s structure?
The association has a powerful structure set up that guarantees a proper methodology is assumed on corporate liability. The association’s mission is to improve human life quality by empowering individuals to accomplish more, feel much improved, live more. The estimations of the association help them to accomplish this mission growing access and utilizing innovation to get feasible execution. The association structure encourages the smooth activity of the business and empowers it to accomplish its articles and objectives. This makes a decent workplace for every one of the representatives working for the association and subsequently, there will be an expansion in both creation and effectiveness. Does the organizational structure support the achievement of vision, values, and mission? Based on what evidence?
The structure of the organization supports the achievement of values, mission, and vision due to the exercises that are conveyed by both the worker and the top initiative. They progress in the direction of a shared objective of accomplishing the destinations and objectives of the association.
Bohl, K. W. (2019). Leadership as Phenomenon: Reassessing the Philosophical Ground of Leadership Studies. Philosophy of Management, 9(1), 10-44. doi:10.1007/s40926-019-00116-x
GSK (2019). GlaxoSmithKline. Retrieved from https://www.indeed.com/cmp/Glaxosmithkline/about
GSK (2019). We are a science-led global healthcare company with a special purpose. Retrieved from https://www.gsk.com/en-gb/about-us/